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Introduction to Consulting - Course Work WT10
Market Analysis
BMW
Julia Schmidt, Lorenz Illing, Michael Fröse
1) Introduction
2) Market
3) Competitve landscape
4) Company´s positioning
5) Conclusion
23.11.2010 © Julia Schmidt, Loren...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
1) INTRODUCTION
3
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
• founded in Munich,1917
• Acquisition of Rover Group in 1994
• A...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
23 production and assembly plants
in 13 countries
1) INTRODUCTION...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
12 R&D plants in 5 countries
6
1) INTRODUCTION
Research & Develpo...
1,341,048 cars worldwide
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
21% Germany
21%
USA 14% India
GB 11%
24%...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
78%
16%
6%
0%
BMW
Mini
Motorcycles
Rolls Royce
1,043,829
213,670
...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
2) MARKET ANALYSIS
9
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
product-oriented:
all companies that offer a combination of luxur...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
• The respective market for BMW consists out of the premium
segme...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
Rivalry
Among
Existing
Competitors
Threat of
New
Entrants
Bargain...
Rivalry among existing competitors:
+ some competitors of the same size
+ Low industry and market growth rates
+ Barriers ...
Threat of New Entrants:
+ high initial investments and fixed costs
+ limited access to specialized suppliers
+ existing pla...
Bargaining Power of Buyers
+ Buy large volumes (e.g. company car for many large
companies)
+ Switching to an alternative p...
Bargaining Power of Suppliers:
+ Supplier’s products are customized and valuably
differentiated
+ high switching costs to ...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
2) MARKET ANALYSIS
Porters 5 Forces
17
Threat of Substitute Produ...
• retailers network
• military services
• company carpool
• franchise system
23.11.2010 © Julia Schmidt, Lorenz Illing, Mi...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
2) MARKET ANALYSIS
Market Trends
-4
0
4
8
11
15
2009 2010 2011 20...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
• branding
• brand loyality
• brand awareness
• global positionin...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
3) COMPETITIVE LANDSCAPE
21
World Ranking of manufactureres in cars sold 2009 in thousands
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
1....
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
• no clear market
leader
• more than 50
competitors
worldwide
• m...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
3) COMPETITIVE LANDSCAPE
Direct Competitors
24
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
3) COMPETITIVE LANDSCAPE
Indirect Competitors
25
• founded in Stuttgart in 1931
• ca. 100,000 cars sold in 2009
• 11,910 employees worldwide
• Revenue 7,3 b € in 2006
• Me...
• founded in 1989
• ca. 216,00 cars sold in 2009
• Revenue 12,6 b € in 2007
• division of its parent company
Toyota Motor ...
• founded in Stuttgart in 1926
• ca. 1,300,000 cars sold in 2007
• 256,000 employees worldwide
• Revenue 52,4 b € in 2007
...
• founded in Zwickau in 1909
• ca. 920,000 cars sold in 2010
• 60,000 employees worldwide
• Revenue 29,84 b € in 2006
• wh...
3) COMPETITIVE LANDSCAPE
Cars sold (2009)
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
0 325.000 650.000 975.0...
3) COMPETITIVE LANDSCAPE
Net sales in mio € (2009)
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
0 12.500 25.00...
3) COMPETITIVE LANDSCAPE
Employees (2009)
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
0 25.000 50.000 75.000 ...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
4) COMPANY`S POSITIONING
33
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
4) COMPANY`S POSITIONING
Strategy
• The BMW Group is the leading ...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
STRENGTH:
• Strong brand image
• Strong R&D capabilities (DM)
• S...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
OPPORTUNITIES:
• Car industry on road to
recovery
• Poised to ben...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
5) CONCLUSION
37
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse
4) COMPANY`S POSITIONING
TOWS Matrix
O T
S
•focus on BRIC countri...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 39
New product development in China
• 1 series or 3 series on cos...
23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 40
5) CONCLUSION
References
• (2007).Annual Report Porsche Automo...
Thank you for your attention.
QUESTIONS?
© Julia Schmidt, Lorenz Illing, Michael Fröse
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BMW Market Analysis

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BMW Market Analysis

  1. 1. Introduction to Consulting - Course Work WT10 Market Analysis BMW Julia Schmidt, Lorenz Illing, Michael Fröse
  2. 2. 1) Introduction 2) Market 3) Competitve landscape 4) Company´s positioning 5) Conclusion 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse AGENDA 2
  3. 3. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 1) INTRODUCTION 3
  4. 4. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse • founded in Munich,1917 • Acquisition of Rover Group in 1994 • Acquisition of Rolls-Royce in 2003 • 2009 • 1,3 mio cars sold • 96,230 employees • Revenue 50 € b • most sold car: 3´ series 1) INTRODUCTION BMW Group 4
  5. 5. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 23 production and assembly plants in 13 countries 1) INTRODUCTION Production 5
  6. 6. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 12 R&D plants in 5 countries 6 1) INTRODUCTION Research & Develpoment
  7. 7. 1,341,048 cars worldwide 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 21% Germany 21% USA 14% India GB 11% 24% Rest of Europe 7% China 7 1) INTRODUCTION Sold Cars in regions
  8. 8. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 78% 16% 6% 0% BMW Mini Motorcycles Rolls Royce 1,043,829 213,670 82,631 918 Total 1,341,048 2009 8 1) INTRODUCTION Sold Cars in brands
  9. 9. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS 9
  10. 10. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse product-oriented: all companies that offer a combination of luxury and powerful cars with a high level of quality and service customer oriented: car manufactureres such as Lexus (Toyota),Audi (VW), Porsche (VW), Merzedes-Benz (Daimler). 2) MARKET ANALYSIS Market definition 10
  11. 11. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse • The respective market for BMW consists out of the premium segments of the global passenger car and motorcycle market. • BMW is one of the leading luxury car manufacturers in the world. 2) MARKET ANALYSIS Market definition 11
  12. 12. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse Rivalry Among Existing Competitors Threat of New Entrants Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitute P & S 2) MARKET ANALYSIS Porters 5 Forces 12
  13. 13. Rivalry among existing competitors: + some competitors of the same size + Low industry and market growth rates + Barriers to exit are high (production facilities) → High 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Porters 5 Forces 13
  14. 14. Threat of New Entrants: + high initial investments and fixed costs + limited access to specialized suppliers + existing players have close customer relations (e.g. long-term service contracts) + customer loyalty → Low 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Porters 5 Forces 14
  15. 15. Bargaining Power of Buyers + Buy large volumes (e.g. company car for many large companies) + Switching to an alternative product is relatively simple and not related to high costs + Products are undifferentiated and can be replaced with subsitutes − Product itself of strategic importance to customer − Customer knows about the production cost of the product → Medium 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Porters 5 Forces 15
  16. 16. Bargaining Power of Suppliers: + Supplier’s products are customized and valuably differentiated + high switching costs to alternative suppliers + JIT production − Market is dominated by many suppliers (sub suppliers) → High 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Porters 5 Forces 16
  17. 17. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Porters 5 Forces 17 Threat of Substitute Products & Services: + close customer relationship + brand loyalty of customers is high − No penalties or low switching costs for customers − Current trends → medium
  18. 18. • retailers network • military services • company carpool • franchise system 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Distribustion Channels 18
  19. 19. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 2) MARKET ANALYSIS Market Trends -4 0 4 8 11 15 2009 2010 2011 2012 2013 2014 0 25 50 75 100 % growth million vehicles 19
  20. 20. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse • branding • brand loyality • brand awareness • global positioning • positioning in established markets • positioning in growing markets • innovation rate • differentiation • hybrid 2) MARKET ANALYSIS Key Success Factors 20
  21. 21. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE 21
  22. 22. World Ranking of manufactureres in cars sold 2009 in thousands 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 1.Toyota 2) G.M. 3)VW 4) Ford 5) Hyundai 6) PSA 7) Honda 8) Nissan 9) Fiat 10) Suzuki ... 12) Daimler ... 14) BMW ... 41) Porsche 0 2.000 4.000 6.000 8.000 Cars CommercialVehicles 3) COMPETITIVE LANDSCAPE Market Structure 22
  23. 23. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse • no clear market leader • more than 50 competitors worldwide • many local car manufacturers 3) COMPETITIVE LANDSCAPE Market Structure Toyota 12% G.M. 10% VW 10% Ford 8% Hyundai 8% PSA 5% Honda 5% Nissan 4% Fiat 4% Suzuki 4% 2% 2% Rest 27% 23
  24. 24. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE Direct Competitors 24
  25. 25. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE Indirect Competitors 25
  26. 26. • founded in Stuttgart in 1931 • ca. 100,000 cars sold in 2009 • 11,910 employees worldwide • Revenue 7,3 b € in 2006 • Merged withVW in May 2009 • most sold car: Porsche Cayenne Diesel in 2009 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE Porsche 26
  27. 27. • founded in 1989 • ca. 216,00 cars sold in 2009 • Revenue 12,6 b € in 2007 • division of its parent company Toyota Motor Corp. • most sold car: Lexus RX 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE Lexus 27
  28. 28. • founded in Stuttgart in 1926 • ca. 1,300,000 cars sold in 2007 • 256,000 employees worldwide • Revenue 52,4 b € in 2007 • division of its parent company Daimler AG • most sold car: CLK/SLK 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE Mercedes 28
  29. 29. • founded in Zwickau in 1909 • ca. 920,000 cars sold in 2010 • 60,000 employees worldwide • Revenue 29,84 b € in 2006 • wholly owned subsidiary by VW since 1966 • most sold car:Audi A4 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 3) COMPETITIVE LANDSCAPE Audi 29
  30. 30. 3) COMPETITIVE LANDSCAPE Cars sold (2009) 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 0 325.000 650.000 975.000 1.300.000 85.900 310.000 975.000 1.183.000 1.280.000 Porsche Lexus Mercedes Audi BMW 30
  31. 31. 3) COMPETITIVE LANDSCAPE Net sales in mio € (2009) 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 0 12.500 25.000 37.500 50.000 7.466 12.680 41.318 29.840 50.000 Porsche Lexus Mercedes Audi BMW 31
  32. 32. 3) COMPETITIVE LANDSCAPE Employees (2009) 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 0 25.000 50.000 75.000 100.000 12.202 11.520 97.000 58.011 100.041 Porsche Lexus Mercedes Audi BMW 32
  33. 33. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 4) COMPANY`S POSITIONING 33
  34. 34. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 4) COMPANY`S POSITIONING Strategy • The BMW Group is the leading provider of premium products and premium services for individual mobility. • New strategy Number ONE • standing for 'New Opportunities' and 'New Efficiency' • BMW Group's activities comprise • the development, production and marketing of motorcycles • as well as comprehensive financial services for private and business customers: 34
  35. 35. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse STRENGTH: • Strong brand image • Strong R&D capabilities (DM) • Strong product innovation • High employee productivity • Motocycle as niche product • US military service • High quality suppliers • Steady decrease in Co2 emissions • Strongest product: 3 Series 4) COMPANY`S POSITIONING SWOT Analysis WEAKNESSES: • Poor performance of BMW in asian markets • Declining production and deliveries • Lack of scale compared to competitors • High wages • Too less strategic alliences 35
  36. 36. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse OPPORTUNITIES: • Car industry on road to recovery • Poised to benefit from increasing demand for hybrid electric vehicles • Growth in Asia • Growing used car market in UK • Moderate growth in global cars market • Rising green awareness 4) COMPANY`S POSITIONING SWOT Analysis THREATS: • Competition in the global automotive market • Currency risk • Environmental protection regulations • Recession in US and Europe • Rising green awareness 36
  37. 37. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 5) CONCLUSION 37
  38. 38. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 4) COMPANY`S POSITIONING TOWS Matrix O T S •focus on BRIC countries by using brand image •considering green awareness to invest in hybrid technologies •investments in new products for leasing- increase leasing contracts •enter UK used car market with leased cars (3` series) •high global presence → reduce currency risk •new innovations to match EU vehicle regulations •strong brand image helps BMW to overcome recession W •use BRIC countries to outweigh low performance in these countries •car industry is growing again → increase production •build new production facilities in Asia to lower wages •Lower wages → stay competitve •lack of scale to competitors reduce EU dependence on EU vehicle regulations •M&A to overcome lack of scale compared to many strategic alliences of competitors 38
  39. 39. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 39 New product development in China • 1 series or 3 series on cost leadership basis ‣ diversification strategy according to Ansoff Matrix 5) CONCLUSION Possible Recommendation
  40. 40. 23.11.2010 © Julia Schmidt, Lorenz Illing, Michael Fröse 40 5) CONCLUSION References • (2007).Annual Report Porsche Automobil Holding 2007 • (2009).Annual Report Bayreische Motoren Werke AG (BMW Group). • (2009). Annual ReportToyota Motor Corporation (Toyota) • (2010). Company Spotlight: Bayerische Motoren Werke AG. MarketWatch:Automotive, 9(4), 17-23. Retrieved from Business Source Premier database. • (2010). DATAMONITOR: Bayerische Motoren Werke AG (BMW Group). Bayerische Motoren Werke AG SWOT Analysis, 1-9. Retrieved from Business Source Premier database. • Amrioul, N. (2009). Das Image von Automarken: Eine empirische Studie von Audi, BMW und Mercedes Benz.VDM,Verlag Dr. Müller.
  41. 41. Thank you for your attention. QUESTIONS? © Julia Schmidt, Lorenz Illing, Michael Fröse

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